O CC U PAT I O N A L M E D I C I N E
Making Employer Advisory
Councils Work for You
■ FRANK H. LEONE, MBA, MPH
W hether you are just now incorporating occupational
health into your service mix or have a burgeoning
occupational health component, an Employer Adviso-
ry Council is an excellent idea.
In general, a council should include at least 12 members
(providing a cushion against no-shows) and consist of a mix of
owners, company CEOs, and HR personnel that reflect your
service area. Be certain to include both high-profile candidates
and worker bees from both client and non-client companies.
There are numerous ways in which such a council can be
valuable to an urgent care clinic:
Ⅲ As an advisory body—A council can provide your clinic
with an ongoing vehicle for insight, advice, spot checks on
your clinic’s performance, and new ideas.
Ⅲ As a publicity vehicle—In this age of cost conscious-
ness, provider-employer “coalitions” can serve as an
example that a local business is making every effort to
be fiscally responsible—and that you’re a key part of
that effort. This tends to play well with the media and
throughout the community.
Ⅲ As a reward to high-volume clients—If particular
companies drive your occupational health component
(or if you think a client could be such a customer in the
future), a “seat” on your council provides a good hedge
against losing them to another provider.
Ⅲ As an entrée to highly targeted prospects—Are
there some prospect companies that you would like to
bring on as clients? A seat on your council is a good
place to start.
Ⅲ As a credibility enhancer—Know a “mover and shak-
Frank H. Leone is president and CEO of RYAN Associates
and executive director of the National Association of
Occupational Health Professionals. Mr. Leone is the author
of numerous sales and marketing texts and periodicals,
and has considerable experience training medical profes-
sionals on sales and marketing techniques. E-mail him at
fleone@naohp.com. w w w. j u c m . c o m
er” in the community? A slot on your council would pro-
vide added credibility to your clinic.
“A finite term ensures
more active interest during
the term.”
Several guidelines should govern council membership:
Ⅲ The “right” number of seats—An average attendance
of six-to-nine council members per meeting is about
right. But to get that many at a meeting, you probably
need twice as many council members. Therefore, strive
for a range of 12-18 members at any one time.
Ⅲ Make a council seat a valued commodity—Capping
the number of seats (e.g., 15) and adding new members
only to replace previous members guards against
devaluation of the privilege.
Ⅲ Establish finite council terms—Establish a finite
council term, such as two years. This ensures more
active interest during the term, and the council seat
appears more “special.” If you start from scratch with
15 council members, appoint five members for a one-
year term, five members for a two-year term, and five
for a three-year term. That way, you will establish a rota-
tion of new members each year, ensuring a continuous
supply of new blood and energy.
Ⅲ Replace non-participants—A certain council member
misses three meetings in a row? Unless there are mit-
igating circumstances, his or her membership should be
revoked. Again, you are establishing value.
Ⅲ Elect a rotating council chair—Most councils tend to
be chaired by a representative of the sponsoring clin-
ic. Yet, the council is really an employer council. I sug-
gest that council members elect one of their own as
chair every year.
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